SENIOR FINANCIAL EXECUTIVE
Corporate finance, accounting and control…from Fortune 500 to high growth privately held organizations.
CONFIDENTIAL
$60 million publicly traded insurance and professional services organization
CORPORATE CONTROLLER
August 2005 to Present
This organization, consisting of two casualty insurance subsidiaries and a rapidly-growing professional services division, had gone without a Controller for over five years and was faced with an impending Sarbanes Oxley 404 compliance requirement. I was recruited to bring about rapid improvement in process and control, raise the bar for an underperforming finance department and serve as heir apparent to the EVP CFO with plans to retire by 2008.
My responsibilities cover all finance and accounting functions for the company, including SEC reporting and compliance (10-K, 10-Q, 8-K, etc.). My 8-person team performs all accounting and transaction processing activities including monthly close, accounts payable, fixed assets, billing, accounts receivable and statutory-basis state insurance financial reporting. I regularly participate in the company’s Board of Directors meetings, including all Audit Committee meetings, coordinate external audits and tax compliance, and lead the company’s SOX 404 project, on target for fiscal 2007 compliance.
I oversee all treasury and cash management functions, including a portfolio of over $120 million in fixed income investments, cash and equivalents, and lead monthly investment committee meetings with the CEO, CFO, and COO. Faced with an increase in fees from our primary bank, I instead negotiated a 27% decrease.
Upon joining the organization I inherited a completely manual accounting system for the professional services segment, which had grown to over 10% of consolidated revenues by 2006. I implemented new billing and accounts receivable software integrated with our general ledger system, teamed with I/S to automate reporting of billable activity from our legacy system and redesigned all billing and accounts receivable processes and controls. These improvements allowed us to increase cash flow by accelerating billing to our consulting clients by as much as 4 weeks, and to reduce past-due service accounts receivable by $350,000 or 60% in less than 6 months.
NASH FINCH COMPANY, Minneapolis, MN (NASDAQ: NAFC)
$5 billion Fortune 500 food distribution and retail company
DIRECTOR OF ACCOUNTING
March 2004 to August 2005
Recruited to stabilize and improve accounting and financial reporting for $1 billion corporate retail division of 106 stores, I led a team of 18 and reported to the Vice President Corporate Controller. Two months into my tenure, I was confronted with a 20% downsizing of the group to 87 stores, responding by reshaping my department’s structure to enhance effectiveness while cutting wage expense 33% in 14 months. At the same time, I strengthened and documented the retail segment’s internal controls, helping the company achieve first-year Sarbanes Oxley section 404 compliance with no material deficiencies.
Formally designated for the company’s Succession Candidate program, I was selected as one of fifty participants in the organization’s annual “Top 50” strategic planning meetings, serving on a presentation panel each year. After just 10 months, I was awarded additional responsibility for the 8-person corporate Marketing Accounting group. Responsible for revenue recognition of more than $100 million in vendor promotional, advertising and marketing funds, my team recorded marketing income transactions in compliance with GAAP and contractual terms, and conducted centralized vendor billing and collection activities.
TONY’S FINE FOODS, Sacramento, CA
$200 million privately held food distribution company
CORPORATE CONTROLLER
October 2001 to March 2004
Recruited to lead corporate finance for this fast-growing, entrepreneurial organization. Reporting directly to the owner, I managed a $3 million administrative budget and team of 23. Directed accounting, financial planning & analysis, credit, treasury, pricing and administration. Guided organization through its first annual external audit, resulting in an unqualified audit opinion. Reduced monthly financial close by 5 days.
Increased cash position by over $1.5 million through 3˝ day improvement in accounts payable. Created annualized savings of $110,000 through elimination of 3 positions, without decrease in service, during period of 8% annual growth. Minimized bad debt losses to $70,000 annually despite large customer’s Chapter 11 proceedings. Supported and drove successful implementation of a $1.2 million ERP software project.
FLEMING COMPANIES, INC., Oklahoma City, OK
$15 billion Fortune 500 food distribution and retail company
May 1993 to September 2001
DIVISION CONTROLLER, Sacramento & Fresno Divisions with revenue of $1.3 billion
March 1998 to September 2001
Promoted again to lead accounting and control for the company’s largest combined operating unit, with distribution facilities in 3 central California cities. With responsibility for accounting, credit, budgeting and administration, I oversaw revenue growth of 51% over 3 years. I managed a $2.2 million administrative budget and staff of 25, including 6 professionals and 19 Teamster union employees. Reduced reliance on union through successful outsourcing initiative, saving over $20,000 annually.
ACCOUNTING MANAGER, $360 million Lincoln, NE Division
March 1996 to March 1998
Promoted ahead of plan to reorganize department and report directly to President as the 3rd manager in 6 months. Quickly built consensus and created stability. Led staff of 11; responsible for all division financial activities.
ACCOUNTING SYSTEMS COORDINATOR
February 1995 to March 1996
Promoted to lead implementation of financial systems, procedures and controls in operating units. I analyzed operating and reporting requirements, coordinated file creation and conversion and trained financial system users.
SENIOR INTERNAL AUDITOR
May 1993 to February 1995
Leading teams of 3 to 5 auditors, I supervised financial and operational audits of wholesale and retail operating units, recommending internal controls and process improvements to executive management.
KOCH INDUSTRIES, INC., Wichita, KS
$25 billion diversified energy organization (2nd largest privately held firm in U.S.)
December 1990 to April 1993
ACCOUNTING SUPERVISOR, March 1992 to April 1993
Promoted to supervise inventory accounting and production costing for company’s largest business unit, I initiated and led project to develop an integrated database to manage crude oil inventory.
INTERNAL AUDITOR, December 1990 to March 1992
Progressed from junior to lead auditor within 9 months. Led joint venture audits resulting in net profit gains of over $200,000 through cost reductions and increased revenues.
KNUDSEN MONROE & CO., CPA's, Newton, KS
STAFF ACCOUNTANT, January 1989 to December 1990
Gained public accounting experience in financial audit and income tax preparation.
EDUCATION:
Bachelor of Business Administration, Wichita State University, 1988
Majors: Accounting and Marketing
Certified Public Accountant (CPA), State of Kansas, 1989
Certified Management Accountant (CMA), 1993 |
